Human resource management

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Transcript of Human resource management

Outline:1. Quick definition2. Summary of:a. blog,b. article,c. top jobs.3. Discussion questions4. Thought provoking questionsWhat is Human Resource Management?Summary of articleThought provoking questionsIn the article columnist Lucy Kellaway provides a prediction of office-life in 2012. White collar workers will be expected to be seriousWhich means no more flexible off-site workThe author thinks this is a largely defensive Productivity downsizingDiscussion Questions1) How much do you agree with the columnist? Do you share her view on the future of office work?2) If the columnist is correct, how would these new expectations affect standards expected of employees during recruitment processes?3) If the columnist is correct, what will be the effect on retention and appraisal strategies commonly employed by organisations?4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”? What are the risks with this strategy?5) How would these changes accommodate for workforce diversity? Various ethnic cultures tend to adopt various standards of seriousness. How could a company justify certain expectations, if they do not accept people from various cultures?Analysis of top jobs1) How much do you agree with the columnist? Do you share her view on the future of office work?2) If the columnist is correct, how would these new expectations affect standards expected of employees during recruitment processes?Retention and appraisal strategies - "processes for attracting, developing, retaining, and utilizing the right people with the required skills to meet current and future business needs. "4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”? What are the risks with this strategy?there are

Various ethnic cultures tend to adopt various standards of seriousness. How would these changes accommodate for workforce diversity? Which group of employees would prefer a more “serious” organisation?Which group of employees would prefer a more “serious” organisation?What would the impacts of a “serious” culture have on the organisation?ReferencesBond, M. (1999). Gender, race and class in organizational contexts. American Journal of Community Psychology, 27(3), 327-355.

Stieger, S., Kastner, C., Voracek, M., & Furnham, A. (2011). Associations between just world beliefs and perceptions of counterproductive workplace behaviors. Psychological reports, 108(2), 606-16.Summary of BlogSummary of BlogThis forecast is driven by “high company risk aversion”.- based on the behavior of humans, while exposed to uncertainty to attempt to reduce that uncertainty.Companies focus more on their profits.Gossiping in the office would return and arise, as office politics would thrive as never before.

"New seriousness", where jokes will not be appropriate unless cracked by the boss which appropriate laughter will be compulsory.Summary of BlogDoes it?

What is meaningful participation in the workforce?

The consequences of the one way pursuit of seriousness and sameness.Question: What can the organisations do to minimise the effects and problems after downsizing and laying-off their employees?

"pressure""many competitions and low job security"'SStress Frustration Anxiety Anger3) If the columnist is correct, what will be the effect on retention and appraisal strategies commonly employed by organisations?Summary of article 2 – Top 100How could a company justify certain expectations, if they do not accept people from various cultures?The problems of trying to justify expectationLack of communication

Slow improvement with little growth

Great difficulty in overcoming problems

More resistant to changesOlder employees

WomenEqualityShe is not bragging about her new watch...you are late for work!What are some typical recruitment standards?天枰NOYES- enjoy work life- company culture- money has been spent- the future- virtual technology- let them tryHuman Resources ManagementHRMHRMExpected to be seriousArrive to work at predictable hoursWork more hours than beforeNo more flexible off-site workWon’t have paid for travel work tripsNo longer be able to use technology (such as video conferencing) but rather face-to-face meetingsTraditional emails will all be tapped out and sent from the office PC (instead of the iPhone) suit up stabilizedpunctualityHow Proactive are theyHow Flexible Are Their People Skills?How Resourceful Are They?Are They Clear on Results Focus?What would the impacts of a “serious” culture have on the organisation?The End !!Team members:-

Neil Qi- Kristy Lam- Gokminh LuHuman Resources ManagementEmployees predicted to work better, under pressure and sheltered from flexibilityShrink sandwich wraps will be eaten at desks to SHORTEN lunch breaks."rewards and benefits""cash bonuses or promotions in position"4) Would downsizing and lay-offs be a means of controlling and enforcing this “new office culture”? What are the risks with this strategy?Employees who have been laid offSurvivors of this downsizing process- Cases where victums return to their former organisation to commit voilent acts.- Anger- FrustrationThese have the "Lay off Survivor Sickness", include feelings of:- job insecurity- perceptions of unfairness- guilt- depression- stress from increased workload- fear of change- loss of loyalty and commitment- reduced effort- unwillingness to do anything beyond the required minimum.

During these processes, organisations should:communicate

openly and honestly

Inform those being let go as soon as possible Tell surviving employees the new goals and expectations Provide support/counselling for surviving employees by:- Offering individualised reassurance - Continue to communicate to the employees, especially one on one conversations- Provide Counseling- Support Groups- Group Discussions- Reassuring existing employees- Communicate openly and honestly